sujju bujji proj

8/8/2019 sujju bujji proj

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Nature and scope of human resource:

People in the organization manifest themselves not only through individual section

but also through group interaction. When individual come to work place, they come with not

only technical skill, knowledge etc. but also with their personal feeling, perception, desires,

motives, attitude, values etc. therefore, employee management in an organization does mean

management of not only technical skill but also other factor of human resources.

2

HRM

EmployeeEMP

EMP&execution

EMPmotivation

Nature ofHRM

Prospects ofHRM

EMPmaintenance

Industrial

relation


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Objective of human resource management

To create and utilize an able motivated work force, to accomplish the basic

organization goals.

To establish and maintain sound organization structure and desirable working

relationship among all the member of the organization.

To create facilities and opportunities for individual or group development so as to

match it with the growth of the organization.

To identity and satisfy individual and group needs by providing adequate and

equitable wages, incentive, employees benefits and social security.

Human resource management

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Human resource management


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Contracts of employees

Disciplinary

Functions

Grievance procedures Health and safety in the workplace

Job description

Motivation and incentives

Person specification

Recruitment

Retention

Teams

Absenteeism

Authority and accountability

Work place

HRM Objective Supporting function

1. societal objective

1.Legal compliance

2. Benefits

3.Union-management relations

2. organization objective

1.Human resource planning

2. Employee relation

3. Selection

4. Training and development

5.Appraisal

6.Placement

7. Assessment

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3. functional objective

1. Appraisal

2. .Placement

3. Assessment

4.personal objective

1.Training and development

2. Appraisal

3. Placement

4. Compensation

5.Assessment

HR roles and responsibilities

The HR roles and responsibilities needs to react to this basic request by the organization to

keep the level of the satisfaction. Unfortunately, when you browse the internet to find

information about the HR roles and responsibilities, you usually find the tables describingthe split of roles and responsibilities between HRM function and the internet clients

The HR ROLES have to be adjusted to:

Keep HRM function focused on tracking and implementing new trends in the industry.

Keep HRM function focused on tracking on helping the line management to implement

improvements.

Keep HRM function focused on tracking on operational excellence.

Keep HRM function responsible for developing the human capital potential in the

organization.

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The HR RESPONSIBILITIES have to be adjusted to:

Demonstrate the line management the will to keep the responsibility for the human

capital costs.

Keep the competitive advantage on the market (and not just the job market).

Demonstrate the will to drive the main HR processes to keep the organization in the

excellent health.

Keep HRM functions supporting the business strategy to reach the business

initiatives?

Keep HRM responsible for the tasks resulting from the business strategy?

HRROLE

HR adminExpert

HR changeChampion

HR EMPAdvocate

HR strategicpartner

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Responsibilities of human resource departments:

Job analysis

Job design

Recruitment

Selection

Training

Development

Performance management

Human resource planning

Job analysis

The process of getting detailed information about jobs.

Job design

The process of defining the way work will be performed and tasks that a given job

requires.

Recruitment

The process through which the organization seeks applicants for potential

employment.

Selection

The process by which his organization attempts to identify applicants with the

necessary knowledge, skill, abilities, and other characteristics that will help the organization

achieve its goals

Training

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A planned effort to enable employees to learn job-related knowledge, skill, and

behavior.

Development

The acquisition of knowledge, skill, and behaviors that improve an employees

ability to meet changes in job requirement and in customer demands

Performance management

The process of ensuring that employees activities and output match the

organizations goals

Some other benefits include:

1. Planning an administering pay and benefits.

2. Maintaining positive employee relation.

3. Establishing positive administering personnel policies.

4. Ensuring compliance with labor laws.

Human resource planning:

Identifying the number and types of employees the organization will require to meet

its objectives.

HRM strategy challenges can be defined in four main areas:

Leadership development

Management development

Globalization

Outsourcing

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The leadership development is one of the HRM challenges. The leadership

development is the way to secure the organization for the future. The supply of the leaders is

very limited and the organization has to focus on the growth of the potential available inside

the organization. The HRM function has to take the responsibility for the initiative to

identity and grow the potential inside the organization and to secure the best potential to stay

in the organization. The leadership development initiatives are extremely costly, but

organization has to recognize the need to invest in such initiatives. This is a major HRM

challenge.

The line management is another HRM challenge. The management is the main

user and client of the HRM value process and they have to be able to use the process

correctly. The HRM function can be seen as the enemy, but the HRM challenge is to

develop and train the line management in the daily usage of the value added HRM process

to make the organization more efficient.

The globalization is another HRM challenge. The HRM function has to make his

policies, procedures and processes to work on the global level. Currently, most of the HRM

policies is focused on the concrete country, but the employees have to start to move from the

to another country and HRM process have to be able to support such a need in the

organization. The globalization has a huge impact on the HRM FUNCTION and it is usually

not ready to take more responsibilities of the workforce around the globe.

The outsourcing is the main issue for the HRM function. The function has to be able

to outsource its non-core services for the organization and it has to be able to keep the

service level for the organization. The outsourcing HRM challenge is pretty huge as it

request a lot of standardization and practice the HRM function.

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The 9 Essential skills of human resource management:

Skill#1: Organization:

Human resource management requires an orderly. Organized files, strong time management

skills and personal efficiency are key to the human resources function. You are dealing with

peoples lives and careers here, and when a manager requests a personal file or a

compensation recommendation that lines up with both the organization and the industry.

Skill #2 Multitasking

On any day, an HR professional will deal with an employee personal issue one minute, a

benefit claim the next and a recruiting strategy for a hard-to-fill job the minute after.

Priorities and business needs move fast and change fast, and colleague A who needs

something doesnt much care if you are already helping colleague B. you need to be able to

handle it all, all at once.

Skill#3 Discretion and business ethics

Human resource professionals are the conscience of the company, as well as the keepers of

confidential information. As you serve the needs of top management, you also monitor

officers to employees to ensure proper ethics are observed. You need to be able to push back

when they arent to keep the firm on the straight and narrow. Not an easy responsibility! Of

course, you always handle appropriately, and never divulge to any UN authorized person,

confidential information about anyone in the organization.

Skill #4 Dual focus

HR professionals need to consider the needs of the both employees and management. There

are times you must make decision to protect the individual, and other times when you

protect the organization, its culture, and values. These decisions may be misunderstood by

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Absenteeism

Definition

Absenteeism is the failure of employees to report for work they are scheduled to

work. Employees who are away from on recognized holidays, vacation, approved leaves of

absence, or approved leaves of absence would not be included.

Causes:

The causes of absenteeism are many and include:

Serious accidents and illness

Low morale

Poor working condition

Boredom on the job

Lake of job satisfaction

Inadequate leadership and supervision

Personal problems (financial, marital, substance abuse, childcare eldercare etc.)

Poor physical fitness

Inadequate nutrition

Transportation problems

The availability of income protection plans

Stress

Excessive workload

Employee discontent

Before considering or implementing any policy to control absenteeism, management

should ask itself how much absence there actually is how much its cost, what forms it takes

and how many employees are involved. Absenteeism means different things to different

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organizations, and there are a number of different ways of assessing the scale of the

problem. For example, for a magnum you could consider only will full absence for which is

no excuse, to this you could add sanctioned or unsanctioned for which there is an excuse, to

this cause you add medical incapacity, whether certified or not, plus annual holidays, jury

service and even company sponsored training that it is a mistake to include absence through

holidays, jury service and training in your calculation.

Also the units you choose for measuring the rate of absenteeism have a profound

effect on your calculation. Four units are in common use: hours, working shifts, the national

insurance six day week, and calendar days in fact it is a good idea to use more than duration

of the absence and number of absence, because a lot of short absences can have a worse

effect than a few long ones.

For example a civil craftsmans shop had a total absence rate of almost 30% while a

materials handling unit had one of less 10%. Nevertheless the shop supervisor was

unconcerned, while the unit supervisor was very worried. This was because the people in the

shop were generally older and had four weeks holiday entitlement. However frequent short

and unpredictable on the part of almost all of the people there made the supervisors job

planning work schedules a nightmare.

Most firms produce some kind of estimate of the time lost through absenteeism

usually become much more concerned to control it. Sick pay represents only a portion of the

total since you have to cost in the price of employing temporary replacements or paying

existing staff over time to cover for the absentees duties. Absenteeism also generates extra

work in other department for example wages, personnel, medical and welfare. At seminars

held by the industrial society in 1980 and 1981, participants who had coasted the

absenteeism in their own companies estimated that it cost them $25 between $40 per person

per day. Even in those days and even using the lower figure, a company employing 1000

people and suffering a 10 % rate of lost time would be forfeiting over $600,000 per annum.

Incidentally, absence of a manager for a week or two is usually much less

costly than that of a shop floor worker whose duties must be covered.

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2.1 Need and importance of the study

Absenteeism is one of the main problems in manufacturing industries. Absenteeism

problem, affect on productivity, increase variable cost, and decrease profits. The need for

this is it study is to help the management and to diagnose the labor problems in the

organization level. To give suggestions to the management and workers, to reach the

organization goals and individual goals. The absenteeism is main problem in all sectors. The

absenteeism is between 10to 20% in industries.

2.2 Scope of the study:

At present our country is developing in all sectors like as agriculture, manufacture

and service. Ours is big country and several organizations face the absenteeism problem, due

to this several loss to be obtained to the management and also loss to the employee. So I did

select this topic in the organization PEBS PENNER. The study if fully related to employer

and the interview is very busy to doing allocated work, so they given limited time to

permission to interview. Confined to the investigation of various categories of worker in

further it is limited to the analysis of and evolution of measures to avoid absenteeism.

2.3 Objectives of the study

The following are the objectives of my study on PEBS PENNER.

1. To study absenteeism rate and to find out various reasons for the absence of workers

from work

2. To know the various steps taken by the management for reduce absenteeism

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3. Understand the types and causes of absenteeism to associated costs from not directly

tacking absenteeism and to give suggestion to reduce absenteeism

2.4 Source of data:

The data has been collected from two main sources

Primary data

Primary data was collected through interview and scheduled questionnaire. It was

distributed among the respondent for their views and analysis.

1. Interview with the employees

2. Discussion with the managers

3. Time office records and leave registers

4. Handbook of company

5. Questionnaire containing 35 questions

Secondary data

The secondary data was collected from the following ways

1. Company records

2. Magazines and journals

3. Textbook

4. websites

2.5 Sample sizeThe sample size for the study is 30 junior working managers who are concerned as

head of the questionnaire and the sample size for the study is 60 for the individual

interview.

30-junior working managers

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60-individual

10-others

Sample design: sample was selected on random basis

2.6 Tools and techniques of the studies

The collected data has been coded and represented diagrammatically in the form of

bars diagrams, graph and charts and pie charts by calculating the frequency and

percentages.

Based on this suitable interpretations are made. Based on the interpretation and analysis

suitable recommendation is given which can help the organization in reducing

absenteeism.

2.7 Review of literature

Absent means the worker or employee not attending the scheduling work

Absenteeism the department of labor, government of India defined the term absenteeism

rate is the total man shifts scheduled

Professor R.C Saxena states a worker on a regular scheduled vacation or during lay

off period should not be consider as scheduled to work or absent.

A worker who takes time of at other than regular vacation period be considered as

absent A worker who quiets with out notice should be considered as absent from

scheduled work utile his name is dropped from the active list, but preferably such period

should not exceed not week one in either case.

The rate of absenteeism is calculated generally on the monthly basis. The ability of

worker to present for work, while he was expected to report on his duty absence does not

take into account the strike, layoff, lockout, weekly rest and suspension.

Thus absenteeism represent percentages of man days lost on account of absence to

the total man days, scheduled to work.

I.e. man days worked plus man days lost on account of absence.

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Absenteeism liability and resistance:

Employees who are frequently off sick are usually late more frequently are more

likely to be absent for other reason, have more accident at work and visit the company

surgery more often. Change in personnel policy may change one of these factors but

measured in the long term the total amount of time lost through absence can remain

remarkably constant both for individual and for groups.

Many studies have shown that absence risk absence in particular is distributed

unequally among have of staff. A few people, perhaps 5-10%, account for about half the

totalabsence, and a few people are never absent at all. The later are by no means always

the healthiest and the former necessarily suffering from chronic ill health?

This distribution was first described 60 years ago in studies of injuries at work; it

gave rise to the idea that some people were accident-prone. This is not necessarily an

inherent and unalterable characteristic of the individual, but unless there is some control

it is true that a pattern of absenteeism, once established, tends to persist throughout the

individuals working life. This has important implications for the design of effective

control measures. You are misleading yourself if you think that the sickness absences

among your teams members are always just the luck of the draw, especially if they

become frequent. People state of health is usually only one of the factors that decide

whether or not they will consult their doctor.

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2. Neither cover nor (1950) presents a delightfully refreshing and different view on

absenteeism the major finding in this study is that two factors to be most closely

associated with absenteeism- size of department and quality of supervision.

3. Mann and Baumgartner (1952) report a study typical of the university of

Michigan group. They compared the attitudes of high and low absentee rate

employees. The investigators found that a more favorable attitude toward

supervisor and a more favorable feeling about work associates accompanied

lower absentee rates for both blue and white-collar workers. According to their

study absenteeism rises as supervising quality decreases.

4. In a study of absenteeism of 4 major textile mills in Delhi-covering a period of 4

years-1960 to 1963-made by the Shri Ram centre for industrial relation, the

following facts were revealed.

a. About 40% of total yearly absences occurred the permission of management

b. About 25% were due to sickness and accident and were granted by ESI.

c. The remaining 355 were caused by workers unauthorized absenteeism.

2.8 Limitation of the study

The sample does not covers all the employees of the organization due to logistical

constraints, Randomly selected employees absenteeism rate may be higher than the

absenteeism of the company. It also reduces scope of utility of the study.

Many respondents hesitated to give the information about their other sources of

income. Because they feared that these might be reported to the management. Initially the number of samples selected was 120. But, many respondents went off with

the given questionnaires. Effort proved futile in getting the answered questionnaires

from them.

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Many respondents wear able to provide their absence with reasons (No. of days leave

taken.) This Initiation was overcome by verifying the time office records to some

extent.

2.9 Further scope of the study

The study throws light on employees reasons for absenteeism.

The study also helps management to understand various factors influencing the

employees absenteeism.

The study emphasis to adopt controlling measures to avoid the frequent absenteeism.

This can be referred as a base for future oriented project. This study will be helpful to the human resource department and organization

development.

The study has been conducted with a view bring out the effectiveness of absenteeism

and employee significant level towards environmental.

2.10 Period of the study

The period of the study is 30 - 45 days.

2.11 Chapterization

1st chapter deals with introduction of the topic.

2nd chapter deals with importance, scope, need, objective, period, tools & techniques.

3rd chapter deals with company profile & industry profile.

4th chapter deals with theoretical review.

5thchapter deals with analysis & interpretation

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Cold rolled formed sections (CRFS)

Pennar Chemicals:

Pennar Chemicals Limited is a Public Limited Company incorporated in

1992 and has a manufacturing facility in Mallapur, Hyderabad, India and

has established specialization in the field of Fuel Additives. Pennar

Chemicals Limited is the authorized manufacturer and marketer of Elf Fuel Oil Additives,

having technical collaboration with TOTAL, France (fourth largest petroleum company in

the world). Pennar Chemicals Limited is a pioneer in the field of additives, supplying

specific premium high tech additives based on fuel characteristic requirements. Branch

offices are functioning all over India to cater to sales and services at Bangalore, Baroda,

Chennai, Kochi, Hyderabad, Kolkata, Mangalore, Mumbai, New Delhi, and Tirupati &

Vizag.

Saven Technologies:

Saven Technologies is an information technology service

provider that specializes in planning, managing and

implementing technology driven business solutions. Through offices in the United States,

UK and India, Saven offers consulting services on an onsite, offsite and offshore basis.

Saven also develops products and reusable components complementary to its consulting

operations that enhance immediate and measurable value for its clients.

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The pre-engineered steel building system in itself offers great advantages to the customer

as a more feasible, practical and efficient alternative to conventional buildings. The system

has earned acceptance across the world and is gaining rapid ground in India as well. Some

of the distinct advantages include:

Durability - weather resistant, earthquake resistant

Value - Low initial investment, low maintenance costs

Environment friendly - All the materials can be recycled

Flexible - Easy to expand, easy to setup and change Faster - Reduced construction time

Aesthetics - Gives the engineer enough flexibility to create unique structures

PEBS Pennar operates in the market through its two avant-garde products - Prime Build

and Value Build. While Prime Build caters to the customers desiring premium features,

Value Build is a perfect solution for those who wish to have economy buildings.

3.2company profile

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Mezzanine Floor

PEBS Pennars standard mezzanine floor consists of joists, beams, intermediate columns and

galvanized profiled decking sheets. Decking sheets are profiled from pre-galvanized coils. For

larger column free spaces, we also offer composite design with shear connectors.

Roof Extensions

PEBS Pennars standard roof extensions are 1.5 M wide, which are achieved by extending the

end bay purlins beyond the end wall steel line. We can also provide Soffit panels, if required by

the client.

Canopies

PEBS Pennars standard canopies are 1.5 M wide and can be provided at eave or any height

below the eave. If required, Soffit panels can also be provided. Rafters for canopies are made

from hot rolled or built-up I sections.

Crane Systems

PEBS Pennar designs buildings to support various crane systems, such as EOT, Monorail,

Under Hung, Jib etc. Overhead cranes of up to 25MT are generally supported with brackets. For

capacities more than 25 MT, a stepped column/independent support system is provided.

For PEBS Pennar to provide the best and the most economical solution, the following crane data

need to be assessed:

Location of crane with travel length

Centre to centre distance of crane rails

Crane Hook height

Wheel loads

Vertical and horizontal clearances

Wheel base and bumper distances

Type of crane operations

No of cranes operating in a single bay

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In case of the above data not furnished by the client, standard Electromech Crane Data is used

upon clients approval.

Interior Partitions and Roof Platforms

Interior partitions are non-load bearing walls meant to serve as dividers within a building.

Partitions are constructed from 200 deep built-up columns and flush girts and can be located in

either transverse or longitudinal directions. These may be sheeted on either side or on one side

with normal wall cladding profiles.

Following are the components used by PEBS Pennar for constructing steel

buildings.

Main Frame

Rigid steel frames of the building are mainly considered as the Main Frames of PEB.

PEB rigid frame comprises of tapered columns and tapered rafters (the fabricated

tapered sections are referred to as built-up members). The tapered sections are

fabricated using the state of art technology wherein the flanges are welded to the web.

Splice plates are welded to the ends of the tapered sections. The frame is erected by

bolting the splice plates of connecting sections together.

Purlins, Grits and Eave Struts

Purlins, Grits and Eave Struts are secondary structural members used to support the

wall and roof panels. Purlins are used on the roof; Grits are used on the walls and

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Eave Struts are used at the intersection of the sidewall and the roof. Secondary

members have two functions: they act as struts that help in resisting part of the

longitudinal loads that are applied on the building such as wind and earthquake loads,

and they provide lateral bracing to the compression flanges of the main frame

members thereby increasing frame capacity.

Panels and Insulation

Panels used for sheeting purpose are generally of ribbed steel sheets used as roof and

wall sheeting, roof and wall liners, partition and soft sheeting. The steel sheets are

generally produced from steel coils having thickness 0.5 mm to 0.7 mm high tensile

stress.

Everyday is a chance for us to inch ahead towards our goal. We have the nerves of

steel and will of iron to create new benchmarks and look ahead for new ones with

equal vigor.

Vision

To be a leader in the metal building solutions industry by leveraging our engineering

expertise.

Mission

PEBSL delivers end-to-end building solutions for commercial, industrial, logistics,

aviation, agriculture, sports stadium and other sectors powered by technicalcollaborations with global leaders, to surpass customer expectations through

innovation, design versatility, world class service, high end engineering expertise and

cost effective solutions.

Values

Enterprising

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Perseverance

Collaborate

Empower

Strict Codes of Conduct

We follow international standards of quality. It is the key attribute around which all our activities

and processes are executed. A stringent quality code is followed through a comprehensive plan

complying with MBMA, ASTM and AWS requirements at various stages of design and

manufacturing. This process includes - Incoming/Raw material inspection, In-process inspection,

NDT and Final inspection.

We follow American Codes to present you with the best quality products and services at every

stage of delivery. The American Codes are given below:

American Institute of Steel Construction (AISC) Steel Construction manual: 13th Edition

American Iron and Steel Institute (AISI) Cold-formed Steel Design Manual: 1996 Edition

Metal Building Manufacturers Association (MBMA) Metal Building Systems Manual:

2006 Edition - A 50 year old body dedicated to research work in the field of pre-

engineered steel building. Their manuals always reflect the latest refinements and

advances, and are recognized as the PEB standard worldwide

American Society of Civil Engineers (ASCE) Standard for Minimum Design Loads for

Buildings and Other Structures ASC STANDARD ASCE/SEI 7 05

American Welding Society (AWS) Structural Welding Code - Steel AWS D1.1M: 2008

Edition

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Engineered for value

PEBS Pennar always focuses its energies on increasing the utility of the buildings and reducing

costs by the application of optimized design technology. Armed with advanced engineering

capabilities, the Company ensures spotless clarity and delivery that fits the brief - concept tocreation.

The primary function of the Engineering Department is to give a finite shape to the clients wish

list by:

Finalizing the building specifications as per requirements

Evaluating and developing solutions and presenting the best possible options Continuously interacting with the client, providing in-house technical consultancy to

ensure an optimum building design solution

Proposing flexible options that are easy to expand, setup and change

Finalizing the building design

Top management

The pillars that hold the edifice of excellenceThe real strength of an organization lies in the minds that envision its success story. At Pebs Penn

the top management consists of five highly experienced and knowledgeable professionals with

endeavor to create new benchmarks of excellence.

PENNAR ENGINEERED BUILDING SYSTEMS LTD :

BOARD OF DIRECTORS

Mr. Nrupender Rao Chairman

Mr. Aditya Rao Director

Mr. Jason Ellis Director

Mr. Vijay Chandra Puljal Director

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Designing Low Cost Rehabilitation Buildings:

PEBS Pennar designs low cost steel structures for relief work applications, after natural

calamities like floods, earthquakes, hurricanes etc.

These buildings can be used as: Temporary shelters for relief work co-ordination.

Housing for affected people.

Schools and community halls.These are pre-engineered steel structures with complete roof, and are fabricated from readily

available hot rolled steel sections, cold formed secondary members and durable profiled steel

sheeting.

Due to the pre-engineered nature of these buildings, the erection time required for these

buildings is very short. The main advantage of such buildings is that once these structures areerected people can occupy them, and all civil works like flooring and walls, can be gradually

constructed.

The total time to supply such buildings in bulk quantities can be less than a month, so that

fast rehabilitation can be carried out.

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Using Double Lock Roofing System:

Peps Pennar uses Double lock standing seam panel system, a well proven solution for metal

roof. (This time tested technology is developed by MBCI. a division of NCI group) With

billions of square meters of sheets already installed worldwide this system has built a track

record of being the most reliable leak-proof roofing system. With its assured weather

tightness advantages this system is better suited in India. Its advantages include: Reduces risk of Leakage from Roof

System versatility facilitates thermal expansion and contraction of the panel without

any damage

Tested by Factory Mutual Research corporation for wind uplift, fire and hail damage

Simple, flexible and durable

Pre punched panels and components

Unique Buildings:

Peps Pennar, with their inherent engineering capabilities can supply buildings of unique

shape, taking into consideration even the wildest visions of the architects.

We work in unison with the architects and planners, so as to translate their concepts into real

structures in steel.

Some of such projects of unique shapes, currently being executed by us are: Pergola like structures above high rise buildings.

Entrance canopy and faade beams system for a big hotel project.

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Security cum gate complex structure for our plant.

Superior Built-up Sections

Minimum thickness of 4 mm for webs, 5 mm for flange width up to 150 mm, to

ensure a better quality product

End Wall Framing

Usage of hot rolled mill sections and built-up sections in end wall bearing frames

Superior and more rigid than the traditional cold formed C section end wall frames

Pre-galvanized Secondary Members

Usage of only pre-galvanized steel coils to roll form secondary members (Z&C

sections)

Pre-galvanized purloins will remain rust free, and do not require any painting

Wide Bay Purloins

Wide bay purling spanning up to 12 M for better shop floor layout and less

foundation costs

Roofing System

Generally, 50% of the complaints in a steel building are about the roofing components and

water infiltration problems Double-Lok Standing Seam Panel System - a well-proven solution for a metal roof.

This time-tested world class standing seam technology was developed by MBCI, a

division of NCI Group Inc., USA.

With Billions of square meters of sheets already installed worldwide, this system has

a track record of being the most reliable leak proof roofing system

With its assured weather tightness advantages, this system is the best choice of a

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roofing system in India

Double-Lock standing seam system with a mobile site roll former facilitates single

roll formed sheet from ridge to eave with no end laps in between

Superior Cladding Fasteners

Usage of self-drilling screws conforming to AS 3566-2002, Class 3

Premium high-corrosion resistant screws along with their bonded EPDM seals form

the best fastener system

Bead Mastic for Roof sheeting side and end laps

Usage of bead mastic in all roof panel side and end laps

Bead mastic, when installed properly, provides the best guarantee against roof leaks

Not all PEB manufacturers in this region use this technique

Roll-formed Downspouts

Usage of roll-formed downspouts with longitudinal full length corrugations, which

are very aesthetic

These downspouts can be supplied in one piece for any length up to 12M, whichreduces number of field joints

The normal press-broken downspouts are dull looking and spoils the appearance

Valley Gutters Supply of valley gutters of 1.5mm thick in maximum possible lengths up to 6M, so as

to reduce number of joints

They are painted with one coat of epoxy primer to the exposed face of the valley

gutter providing years of corrosion free surface

Designed to avoid the leakages

PEBS Pennars design codes and engineering software are by far, the most advanced

and efficient in the industry. By adopting the latest globally-accepted procedures, the

Company is aiming to achieve newer heights in effectiveness.

Engineering facility

A Design facility is located near Hi-tech City, Kondapur, and Hyderabad. Highly

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experienced and qualified design team is paced here. The team uses robust engineering

platforms to offer design and detailing solutions for our buildings.

Manufacturing facility

PEBS Pennars state-of-the-art manufacturing facility on the Hyderabad-Mumbai

National Highway (NH-9) is a sprawling 23,000 sqm. Resource zone equipped with

high-precision CNC machines to fabricate and supply quality-replete steel buildings.

Equipped to build around 2.5 million sqm. Of steel buildings a year, the facility also

houses a high-end quality lab to ensure international standards at all levels.

Equipment

Double-Lock standing seam mobile roll former from Bradbury, USA, under

technological agreement with MBCI, a division of NCI Group Inc., USA.

CNC 16 mm shear from YSD, China, with a capacity of 16 mm X 6.0 M. The

post modern machinery used to cut the straight webs and flanges unto 16 mm

thick and also has a back support arrangement to achieve an accuracy of +/- 1.5

mm

Pull-through Welder from Primo, India. Custom built with Lincoln, USA,

welding source to produce high-slitiepeed welded beams at an output of 3 linear

meters per minute

Roll formers from Ilk Wang, South Korea

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Apart from the above facilities Pennar Industries has following manufacturing

facilities in India.

S No Location Area Products

1 Patancheru (Andhra

Pradesh)

43

Acres

Auto Components

Profiles

Strips

Road Safety Components

Building Components

2 Isnapur (Andhra

Pradesh)

26

Acres

Steel Strips

3 Tarapur(Maharashtra) 5 Acres Cold Rolled formed Profiles

4 Chennai (Tamil Nadu) 38

Acres

Engineering Component

Cold rolled formed profiles

for Railways

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Absenteeism

Definition:

Information regarding absenteeism among worker in an industrial establishment on

account of reason other then strikes, lockouts, lay-off, weekly rest or suspension, provide a

sound database for gauging the employees morale, commitment and level of job satisfaction

which have a direct bearing on productivity of the establishment. The effects of high levels

of absenteeism are a management problem. Employees, workers and their representatives

have an interest in ensure that a few absent workers do not jeopardize their prosperity or job

satisfaction.

Absenteeism is one of the indicators to monitors and various labor welfare

programmers and labor policies. With this aim in view, statistics on absenteeism amongstthe directly employed regular worker are collected as a part of the annual. Survey of

industries. Absenteeism rate among worker in an industry or a state is worked out as

percentages of man-day lost due to absence to the man-days scheduled to work in the

respective industry or state.

Before considering or implementing any policy to control absenteeism, management

should ask itself how much absence there actually is, how its cost, what forms it takes and

how many employees are involved. Absenteeism means different things to different

organizations, and there are a number of different ways of assessing the scale of the

problem. For example, for a magnum figure you could consider only will full absence for

which their is no excuse, to this you could add sanctioned or unsanctioned absence for

which there is an excuse you could add medical incapacity, whether certified or not, plus

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annual holidays, jury service and even company sponsored training courses. The

international labor organization and most experts in the UK suggest that it is a mistake to

include absence holidays, jury service and training in your calculation.

Also the units choose for measuring the rate of absenteeism has a profound effects

on your calculations. Four are in common use: hours working shifts, the national insurance

six days week, and calendar days in fact it is a good idea to use more than one of these ways

of measuring absence level. You want to be able to assess both duration of the absences and

number of absence a lot of short absence can have a worse effect then a few long ones.

For example a civil craftsmans shop had a total absence rate of almost 30% while a

material handling unit had of less than 10%. Nevertheless the shop supervisor was

unconcerned, while the unit supervisor was very worried. This was because the people in the

shop were generally older and four weeks holidays entitlement. However frequent short and

unpredictable absence on the part of almost all of the people there made the supervisor job

planning work schedules a nightmare.

Most firms produce some kind of estimate of the time lost through absenteeism

usually become much more concerned to control it. Sick pay represent only a portion of the

total since you have to cost in the price of employing temporary replacements or paying

existing staff over time to cover for the absentees duties. Absenteeism also generates extra

work in other department for example wages, personnel, medical and welfare. At seminars

held by the industrial society in 1980 and 1981, participants who had coasted the

absenteeism in their own companies estimated that it cost figure $25 between $40 per person

per day. Even in those days and even using the lower figure, a company employing 1000

people and suffering a 10 % rate of lost time would be forfeiting over $600,000 per annum.

Rate of absenteeism= number of worker absent/ total number of

worker to be presented*100

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The rate of absenteeism is calculated generally on the monthly basis.

Absenteeism refers to missing or whole days work due to personal illness, personal

business, or other reason. May be avoidable and unavoidable (Thomson).

Absenteeism is failing for scheduled work. As such, it is violation of a social

obligation to be in a particular place at a particular time. Traditionally, absenteeism

was viewed as an indicator of poor individual performance and a breach of an

implicit contract between employee and employer. Thus it was seen as a

management problem and framed in economic or quasi-economic terms. Indeed,

economists most frequently view absenteeism in labor supply terms. More recently,

absenteeism has increasingly been viewed as an indicator of psychological, medical,

or social adjustment to work.(Johns, 2007)

Employee absenteeism of absenteeism, each of which requires a different type of

approach

There are two types of absenteeism, each which requires type of approach.

1. Innocent absenteeism

Innocent absenteeism refers to employees who are absent for reason beyond their

control; like sickness and injury. Innocent absenteeism is not culpable which means that it is

blameless. In a labor relation context this means that it cannot be remedied or treated by

disciplinary measures.

2. Culpable absenteeism

Culpable absenteeism refers toemployees who are absent withoutauthorization for

reason which are control. For instance, an employee who is on sick leave even though he/she

is not sick, and it can be proven that the employee was not sick, is guilty of culpable

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absenteeism To be culpable is to be blameworthy. In a labor relation context this means that

progressive discipline can be applied.

Cost of absenteeism:

Absenteeism may have repercussions, which include:

Decrease in productivity

Employees may be arraying an extra workload or supporting new or replacement

staff

Employee may be required to train and orientate new or replacement workers

Staff morale and employee service may suffer

Financial costs

Overtime or agency cost for replacement worker

Cost of self-insured income protection plans

Premium costs may rise for insured plans

Administrative costs

Staff time is required to secure replacement employees or to re-assign the remaining

employees

Staff time is required to maintain and control absenteeism

Do you have an absenteeism problem?

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Many organizations allocate 3% of their labor budget for absenteeism based on an

average of eight (8) working days missed per employee annually. Since the rate of

absenteeism varies by industry, division and department it is best to compare to the most

relevant benchmark available.

Sources of absenteeism statistics

Labor report, workers compensation board statistics and statistics Canada prnoide

paid sick leave statistics.

Trends in absenteeism:

Surveys indicate the following generalities in absenteeism:

o The higher the rate of pay and the greater the length of the employees, the

fewer the absentees

As an organization grows, there is a tendency towards higher rates of absenteeism

Women are absent more frequently than men

Younger employees are absent more frequently than older employees

Older employees are absent for a long period of time than younger employees

Unionized organizations have higher absenteeism rates than non-unionized

organizations.

Purpose of attendance management

The purpose of attendance management is to develop a willingness on the part of all

employees to attend work regularly and to assist them in motivating their co-workers to

attend work regularly. This can be done through:

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Addressing the physical and emotional needs employees

Communicating the attendance goals of the organization so employees can

understand and identify with them

Dealing with cases of excessive absenteeism effectively and fairly to produce

deterrence.

Successful administration of an attendance management program requires managers

and supervisors to be aware of, and to create work environments in which the following

can be actualized.

1. The greater the extent to which individuals identify with the goals of the

organization and care what happens to it, the greater their motivation to be

regular in attendance.

2. The more that people find their jobs meaningful to them, the greater their

motivation to be regular in attendance.

3. As employees workloads increase due to the absence of a co-worker, peer

pressure is extent on the absent co-worker to attend work on a regular basis.

4. The more people like working for the organization, the higher theirmotivation to attend regularly. Recognition of good employee attendance

helps improve attendance.

5. Employees will have a lower absence if they feel if they feel free to discuss

their on-the-job problems with their immediate supervisor.

6. Employees with a low absence ratio feel confidence and have supportive

relationships their workplace. Low absence ratio employees are found to be

more satisfied with their opportunity for promotion and upgrading.

Commitment attendance:

This paper provides the information necessary to being an effective attendance

management program, which will yield long term result. This paper is intended to be a guide

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rather than an instruction manual or policy. To make an attendance management program

truly successful, it will require insight into the special dynamics present in your work place.

It will require two way communications, as both the needs of the employees and of

management must be met if good attendance is too achieved. Attendance is the

responsibility of everyone, especially those who directly manager the human resource of

your organization.

Attendance is not only an expectation; have the right to receive good attendance. Each

and every employee has a contractual obligation to attend work regularly.

The levels of absenteeism and reason for its occurrence are dependent on many variables

in an organizational environment. This particular research identifies seven key factors that

affect the absence rate for employees. These seven factors can be detailed as follows.

1. Family circumstances.

2. The physical health of the worker.

3. The work environment

4. The degree of job stress.

5. Employer-employee relations.

6. union coverage and

7. Work schedules.

Managing absenteeism:

1. Know the legal framework.

2. Define what unacceptable levels of absence are before action will be taken.

3. Absence should be recorded, monitored and managed.

4. Establish formal reporting procedures, so employees know who they should

inform when they will not becoming into work.

5. Employees also need to know whether they need to bring in self certification

forms and doctors medical certificates.

6. Hold return to work interviews so you can establish the reason and whether the

illness is likely to recur.

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7. Train line managers so they are key figure in absence control and provide support

and advice for them.

8. Maintain a safe and health workplace.

9. Motivate and gain commitment from staff.

10. Consider offering incentives for attendance.

11. Evaluate the absence control policy by seeing if absence if absence level are

falling.

Dos and donts

Do

Monitor absence rates.

Treat each case individually.

Avoid a culture of leniency towards absenteeism.

Encourage managers to set an example of good attendance.

Train and support line managers.

Dont

Accept absenteeism or brush it under the carpet; it can be reduced in all

organizations.

STRATEGIES TO CURB THE ABSENTEEISM

1. High collaborative culture.

2. Be aware of problems that may affect employee attendance or performance.

3. Develop open communication between managers, supervisors and employees.

4. Employees are encouraged to voice their concerns so their perceptions of the

work place are clear and can be dealt with.

5. Cooperation with union representatives can be very helpful in attendance

management and should be encouraged.

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23. Front line management will be held accountable for attendance management

performance.

24. A management structure be engineered to identity and execute objectives relating

to absence prevention, disability management and attendance control.

25. Effective training and development program.

26. Effective career planning and development program.

27. Each worksite should develop and maintain an attendance management policy.

28. Employees should track attendance and assign costs based on reliable data.

29. The attendance management team should be given the ability to develop

complex case management strategies and aggressively intervene where

appropriate.

30. Employees should be encouraged to give as much notice as possible for

anticipated absences. Absent employees should be requested to keep contact with

their employer.

In the above shown table content monthly absenteeism rate. Mostly in the months of

May and June absenteeism rate is high due to summer days and November month

also festival month.

The absenteeism of PEBBS PENNER has been analyzed through primary data

question as been taken with table

Absenteeism rates

Absenteeism signifies the absence of an employee from work when he is scheduled

to be at work. To analyze the absenteeism rate factors that should be taken in to

consideration are the Companys labor Bureau department calculates the rate ofabsenteeism monthly and calculates the average rate of absenteeism at the end of that

particular year.

The below table shows year wise absenteeism

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Absenteeism rate year wise:

Table no 4:

Year Percentage

2006 13.5

2007 20.2

20078 15.3

20089 8.9

5

10

15

20

25

Interpretation

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In the year 2005 the rate is 12.46%. In the next year i.e. 2006 the rate has increased

to 16.36%. In the next year 2007 the rate of absenteeism was 11.86%. The absenteeism

rate is decreased due to the overtime and piece work.

1. prevalent of absenteeism among the staff

Table no 5:

S No Options Respondents Percentage

1 Very much 7 7%

2 Some extent 56 56%

3 Very little 37 37%

4 Nil 0 0%

Total 100 100%

Respondents

0

10

20

30

40

50

60

Very much Some extent Very little Nil

Respondents

Interpretation

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As we can see from the above chart,

56% of the respondents say that it some extent because due to many reason.

37% of the respondent says that it is very little.

7%of the respondent says that absenteeism is prevalent among they staff to very much

extant.

2. prevalent of absenteeism among the I.E

Table no6:

S No OptionsRespondents Percentage

1 Excellent 3 3%

2 Good 57 57%



Total 100 100%

Source though questionnaire

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0

10

20

30

40

50

60

excellent

good

some exte

very little

Interpretation As we can see from the above chart,57% of the respondents say that

it is good 23% of the respondent says that it is some extent 17%of the respondent says

that it very little. 3%of the respondents say that it excellent.

3. Reasons behind absenteeism

Table no 7:


1 Prsonal 40 40%

2 Official 47 47%

3 Cant say 10 10%

4 No comment 3 3%

Total 100 100%

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05

10

15

20

25

30

3540

45

50

personal

official

can't say

no comme

Personal problems absenteeism

Interpretation

40% of the respondents say that the personal problems are the reasons behind absenteeism to

very much extant. 47%of the respondents say it is some extant. 10%of the respondents say

that it is very little extent .3% of the respondents say that no comment.

4. Reasons influencing the work

Table no 8:


1 Personal 23 23%2 Official 40 40%

3 Cant say 34 34%

4 No comment 3 3%

Total 1 100%

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0

5

10

15

20

25

30

35

40

personal

official

can't say

no comme

Personal reasons influence their work

Interpretation

34% of the respondents say that it is very little extent.

40% of the respondent says that it is some extent.

23% of the respondent says that personal reasons are influencing their work very much

extent.

40% of the respondent says that it is some extent.

3%of the respondents say that no comment.

5. Job involvement

Table no 9:


1 Very much 84 84%


3 Very little - -

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4 Nil - -

Total 100 100%

0

10

20

30

40

50

60

70

80

90

respondents

percentages

very much

some extent

very little

nil

Interpretation

84% of the respondents say that the employees are involving in their work they are present

to very much extent. 16% of the respondent says that it is some extent.

6. Influence of salary

Table no10:


1 Very much 20 20%



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4 Nil 23 23%

Total 100 100%

0

5

10

15

20

25

30

Very much

Some extent

Very little

Nil

Salary influences employee absenteeism

Interpretation

20% of the respondents say that salary is influencing the employees absenteeism to very

much extent. 27% of the respondent says that it is some extent 30% of the respondent says

that it is very little extent. 23% of the respondents say that it is nil.

7. Action taken for unauthorized leave by

Table no 11:


1 By dept head 20 20%

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3 Welfare 13 13%

4 Others 0 0%

Total 100 100%

0

5

10

15

20

25

30

35

40

45

50

salary

promotio

welfare

others

Motivating employees to avoid absenteeism

Interpretation 47% of the respondents say that they are trying to motivate employees

to avoid absenteeism by increasing salary 40% of the respondents say that it possible by

giving promotions. 13% of the respondents say that it possible by improving welfare

activities. 0% of the respondents motivate with other activities.

9. Influence of Motivation skills on employees

Table no 13:


1 Very much 43 43%


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4 Nil 0 0%

Total 100 100%

0

5

10

15

20

25

30

35

40

45

Very much

Some extent

Very little

Nil

Motivation skill influence employees

Interpretation

43% of the respondents say that the motivate skill are able to influence employees to very

much extent.40% of the respondents say that it is some extent. 17% of the respondents say

that it is very little extent. 0% of the respondents say that it is nil.

10. Understand /solving of personal problems

Table no 14:


1 Very much 3 3%


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4 Nil 3 3%

Total 100 100%

0

10

20

30

40

50

60

Very much

Some extent

Very little

Nil

Interpretation

54% of the respondents say that they are able to understand and solve their personal

problems to some extent. 3% of the respondents motivate skill are able to influence

employees to very much extent.

40% of the respondents say that it is some extent.

17% of the respondents say that it is very little extent.

11. Responsibility of private affairs to the absenteeism

Table no 15:


1 Very much 23 23%


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2 Personal tasks 53 53%

3 Counseling 30 30%

4 others 10 10%

Total 100 100%

Action against staff for absenteeism

Interpretation53% will take personal tasks.

7% will take memo.

30% counseling

10% others

13. Influence of Dissatisfaction on job

Table no 17:


1 Very much 13 13%

59

0

10

20

30

40

50

60

memo

personal tasks

counselling

others


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2 Good 37 37%



Total 100100

%

0

5

10

15

20

25

30

35

40

very much

good

some exte

very little

Job dissatisfaction responsible for absenteeism

Interpretation

37% of the respondents say that the job dissatisfaction is responsible for absenteeism to

some extent. 13% of the respondents say that it is to very much extent.

27%of the respondents say that it is to very little extent.

23% of the respondents say that it is nil.

14. Group absenteeism

Table no 18:


1 Yes 20 20%

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2 No 80 80%

0

10

20

30

40

50

60

70

80

yes

No

Group absenteeism among staff

Interpretation

80% of the respondents say that is no group absenteeism.

20% of the respondents say that is group absenteeism.

15. Influence of Incentives to reducing absenteeism

Table no 19:


1 Very much 70 70%

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3 Very little 6 6%

4 Nil 0 0%

Total 100100

%

0

10

20

30

40

50

60

70

Very much

Some extent

Very littleNil

Incentives contribution to control absenteeismInterpretation

70% of the respondents say that the incentives like overtime, piecework contribute to control

absenteeism to very much extent. 24% of the respondents say that it is some extent. 6%of

the respondents say that it is to very little extent. 0% of the respondents say that it is nil.

16. Infrastructure to help to reduce absenteeism

Table no 20:


1 Very much 23 23%

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4 Nil 7 7%

Total 100 100%

0

5

1015

20

25

30

35

40

Very much

Some extent

Very little

Nil

Working infrastructure contribute to reduce absenteeism

Interpretation

23% of the respondents say that the working infrastructure, innovation providing spacious

rooms/shop floors, lighting, clean work areas would contribute to reduce absenteeism to

very much extent.

40% of the respondents say that it is some extent.

30%of the respondents say that it is to very little extent.

7% of the respondents say that it is nil.

17. Influence of Management emphasis on welfare and social measures

Table no 21:


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1 Very much 27 27%


3 Very little 7 7%

4 Nil 0 0%

Total 100 100%

0

10

20

30

40

50

60

70

Very much

Some extentVery little

Nil

Management emphasis on welfare and social measure

Interpretation

66% of the respondents say that management emphasis on welfare and social measure to

some extent. 27% of the respondents say that it is very much extent.

18. Rotation of jobs to reduce absenteeism

Table no 22:


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Personal problems such as medical facilities, distance, transportation facilities have

greater impact on absenteeism.

Working hours and management are favorable despite of the fact that some facilities

are ignored.

There is dissatisfaction among some employees as they are not given jobs

appropriate to their qualification.

The superiors are very much cooperation with employees and they are trying to

motivate them to reduce absenteeism. Some times they take action for long period of

absence of employees.

Women employees are with the opinion that more welfare activities and child care

centers should be provided by the management.

Due to the lack of education facilities the employees are force to reside in outside

places even through company provided by the management.

Transportation facilities for those who are residing outside the company is a major

problem faced.

Some of the employees are dissatisfied with the salaries, incentives given to them.

Individual performance is not given importance which is de-motivation the

employees. There is no interaction between the employees and management.

Social customs are very much followed in the company.

Previously performance awards and recognition were given to an employee who has

to be re-introduced.

Management can also introduce an employee suggestion scheme for reducing

absenteeism and try to get the feedback from the employees for effective control on

absenteeism

SUGGESTIONS

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Salary packing and incentives should be revised.

Transportation, education and medical facilities should be provided by the

management.

Over time policies should be revised.

Child care centers, play schools should be set up to reduce absenteeism pf women

employees.

Motivation sessions and workshops should be conducted by the management.

Job rotation should and implemented and qualified employees should be promoted

and given better jobs.

Individual recognition and promotions to be given importance

Conclusion

It is reported the strategies got effective feed back from the employees and part in

order to curb the absenteeism. It is reported that the rate of absenteeism reduced from

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11.86%to 9.77% with in a period of 6-10 months. Many strategies like community

intervention programs and industrial counseling strategies have major impact on the

behavior of absented employees. It is envisaged that a culture of open communication and

collaboration and providing all facilities can reduce the level of absenteeism through

strategic interventions.

The management has to think over the above finding and recommendations. And it

has to consult with the employees over the decision that has been made to reduce the

absenteeism. Also the steps taken to reduce the absenteeism should be favors to the

employees. And higher authorities should forward the opinion of the employees to the

management above the companys decision to reduce the absenteeism. It will help the

company to get the employee involvement towards the work which enables to increase the

productivity to the company. So the company s progress will increase automatically

because

Employees are the backbone of the company

BIBLIOGRAPHY

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BOOKS/ RESOURCES AUTHOR

Organizational behavior Fred Luthons

Human resource management C.B.Mamoria

Organizational behavior Stephen Robbins

Web sites

Www. Google.com

Www. Ofpm.ap.nic.in/ofpm.ap.nic.in

Company records

Questionnairs

ANNEXURE

Questionnaire

1 To what extent absenteeism is prevalent among the staff?

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(A) Very much (b) some extent (c) very little (d) nil

2. To what extent absenteeism is prevalent among the I.E.?


3. What are the reasons behind absenteeism?

(a) Personal (b) official (c) cant say (d) no comment

4. What are the reasons influence the work?

(A) Personal (b) official (c) cant judge (d) cant say

5. Does the employees are involving in their work when they are present?


6. To what extent salary influence the employees to reduce absenteeism?

(a) Very much (b) some extent (c) very little (d) nil

7. Who will take action for unauthorized leave?

(A) Dept head (b) super visor (c) section head (d) no comment

8. What are the motivational activities taken by managers to avoid absenteeism?

(A) Salary (b) promotions (c) welfare activities (d) others

9. To what extent motivational skills are able to influence employees?


10. To what extent managers try to solve the personal problems of the employees?


11. To what extent other private affairs are responsible for the absenteeism?


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12. What are the actions taken against your staff/I.E. for absenteeism?

(A) Memo (b) personal tasks (c) counseling (d) others

13. How far the job dissatisfaction is responsible for absenteeism?


14. Is there any group absenteeism among staff/I.E.?

(a) Yes (b) no

15. To what extent do you think incentives like overtime, piece work contribute to control

absenteeism?


16. How do you think the working infrastructure, innovations providing spacious

rooms/ shop floors, lighting, clean work areas contribute to reduce absenteeism?


17. to what extent management emphasis on welfare and social measure?


18. Whether the employees are rotated on their jobs to reduce disinterest to work?


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